You are on page 1of 19

ASIAN DEVELOPMENT BANK

SAMOA WATER AUTHORITY

Development of a Strategy for PSP in Small Scale


Water Sector Projects
Focusing on the Samoa Sanitation and Drainage
Project (SAM 28314-01)

March 2004
This report was prepared by consultants for the Asian Development Bank. The findings,
interpretations, and conclusions expressed in it do not necessarily represent the views
of the Asian Development Bank (ADB) or those of its member governments. ADB does
not guarantee the accuracy of the data included in this report and accepts no
responsibility for any consequences of their use.

ADB TA No. 6031


Promoting Effective Water Management Policies & Practices

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

ABBREVIATIONS

ADB

Asia Development Bank

CSO

Community Service Obligations

EMT

Executive Management Team

GoS

Government of Samoa

IA

SSDP Implementing Agency

MD

SWA Managing Director

OMM

Operations Maintenance and Management

PD

Position Description

PIA/CB

Project Implementation Assistance and Capacity Building


consultancy recruited under the SSDP.

PMU

Project Management Unit, SSDP

PSP

Private Sector Participation

SNA

Special Needs Area

SSDP

Samoa Sanitation and Drainage Project

SWA

Samoa Water Authority

ToR

Terms of Reference

WWTP

Waste Water Treatment Plant

March 2004

Page 2

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

TABLE OF CONTENTS
ABBREVIATIONS ...................................................................................................... 2
TABLE OF CONTENTS ............................................................................................ 3
INTRODUCTION ....................................................................................................... 4
METHODOLOGY ...................................................................................................... 5
OUTPUTS AND OUTCOMES................................................................................... 6
CHALLENGES FOR PSP IN SAMOAN WATER SECTOR ................................ 8
PROSPECTS FOR PSP IN SMALL SCALE WATER SECTOR PROJECTS .... 9
CONCLUSION ............................................................................................................ 9
REFERENCES........................................................................................................... 10

APPENDICES:

Appendix 1 Summary of ADB Loan funded SSDP (SAM 28314-01)


Appendix 2 Summary of PSP Options
Appendix 3 Example Sanitation Scheme Management Strategy Workshop Notes
Appendix 4 Summary of the Review of Samoan Businesses Capacity for
participation in SSDP
Appendix 5 Summary of Workshops and awareness sessions for key Project
stakeholders
Appendix 6 Revised SWA Organisational Structure to include a Sanitation Division
with a PSP focus.

March 2004

Page 3

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

INTRODUCTION and BACKGROUND


Apia is the capital of Samoa and is its population and economic center. As a result of
inadequate sanitation and drainage management systems, near shore marine water and
urban stream water quality in the Apia area has been significantly degraded
The GoS has recognized the need to address Apias wastewater management,
sanitation and drainage issues and has secured a loan form the ADB to fund the Samoa
Sanitation and Drainage Project (SAM 28314-01), which is expected to commence in
mid 2004.
The Sanitation component of the Project consists of 2 infrastructure developments.
Firstly, a reticulated sewerage system will be constructed to service commercial and
government properties in the Central Business Area. Secondly, the rehabilitation of onsite treatment systems for approximately 500 domestic properties in the vulnerable
low-lying areas of Apia will be followed by an ongoing septic tank maintenance
program for the whole of Apia. Details of the proposed project (the Project) are
summarised in Appendix 1.
The Samoa Water Authority (SWA) has been designated as the implementing agency
(IA) for the Sanitation component of the Project. The current SWA business activities
are limited to the management of water supply to approximately 16,000 customers
across Samoa. Currently, PSP in the water sector is limited to small maintenance
contracts (eg compound maintenance), while some village water supplies are
community managed, without SWA input. Both utility managed sanitation systems
and extensive PSP are new concepts for the Samoan water sector.
Recognising this fact, the GoS requested assistance from ADB help SWA to develop a
sustainable strategy for the management of the new schemes that maximizes private
sector participation (PSP).
The Terms of Reference for this assistance are detailed in the ADB TA 6031 (Pilot
Demonstration Activity Establishment of SWA Wastewater Division and Associated
PSP Enabling Conditions)1. The relevant reference to the activity documented in this
report states:
Activity 1 - Development of a Management Strategy for the new scheme,
with a particular focus on private sector participation. This component would
include a survey and assessment of capacity and willingness of private sector
organisations to be involved in the management of sanitation and small scale
centralised wastewater management schemes
Activity 12 The consultant will also prepare a brief summary of work
undertaken and prospects for PSP in small-scale water sector projects and
water sector management

A separate report details inputs and outputs on Activities 2 to 11 of the TA 6031

March 2004

Page 4

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

METHODOLOGY
There are several opportunities for Private Sector Participation in the SSDP, including
design, construction and ongoing Operation, Maintenance and Management (OMM) of
the sanitations schemes. This report focuses on PSP opportunities in OMM only as
PSP in design and construction is anticipated through international competitive
bidding.
The methodology adopted to address Activities 1 and 12 in the ToR can be broadly
summarised as follows:
1. Review of international literature and guidelines on PSP models commonly
used in water sector projects (see References and Appendix 2)
2. Facilitate workshops and awareness sessions with SWA Management to review
PSP options for the 2 Sanitation schemes to be implemented under the Project
(see Appendix 3)
3. Interview local consultants, contractors and Chamber of Commerce
Representatives to assess their capacity and willingness to be involved in the
management of small scale sanitation schemes (see Appendix 4)
4. Develop a Management Strategy to outsource Operations Maintenance and
Management (OMM) of the 2 sanitation schemes
5. Incorporate a PSP focus into the ToR for Consulting services on the SSDP
6. Develop a new SWA organisational structure to include a Sanitation Division
with a strong PSP focus (see Appendix 6)
7. Development of Position Descriptions for the new Sanitation Division staff
members. (Available from SWA on request)
8. Project awareness sessions for Chamber of Commerce and relevant community
groups (see Appendix 5)
9. Report Preparation
The objective of this process was to develop a strategy to augment SWAs sanitation
management skills through partnerships with the private sector.

March 2004

Page 5

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

OUTPUTS AND OUTCOMES


Very early in the SSDP design process, SWA Executive Management team (EMT)
recognised that the Project presented a unique opportunity for augmenting its
management and technical skills via the private sector. However, SWA EMT indicated
that regardless of the PSP strategy adopted, SWA would retain ownership of the assets
upon commissioning.
A review of international literature on possible models for PSP revealed a range of
options from basic service contracts, Management contracts, through to leases,
Concessions, BOT/BOOS schemes and Divesture models. See Appendix 2 for further
discussion on options.
Given the SWA requirement for asset ownership, several management options were
ruled out and 3 final options presented to management for consideration during and a
series of workshops and meetings in July and August 2003 (see Appendix 3 for
example of workshop notes and Appendix 5 for a summary of key consultations).
The management strategies for the 2 sanitation schemes considered were shortlisted to
3 options:

Option 1 OMM in-house (new SWA Division with no private sector


participation in management of the schemes)

Option 2 Partially managed in House and partially outsourced (ie a


service contract to outsource OMM of Treatment Plant only)

Option 3 OMM outsourced ( through management contract)

Following lengthy discussions, the SWA EMT adopted Option 3 as the management
strategy for both the septic tank pump out scheme and the CBA scheme.
A review of the willingness and capability of local private sector firms to participate in
the PSP Management Strategy was carried out. This survey revealed several important
points.

Samoa has two well established septic tank pump-out businesses operating
on both Upolu and Savaii. Both firms indicated a willingness and capacity
to tender for pump outs of a septic pump out scheme.

Samoa has a range of design and construction firms with the capability to
design and build the sanitation systems through Joint Venture arrangements
with international firms.

March 2004

Page 6

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

Samoa has never before experienced the benefits of a centrally managed


sanitation schemes and Samoa lacks skills in the plumbing area, especially
sanitation plumbing2.

Samoa has no wastewater treatment plant OMM skills in the public sector
and private sector capabilities are limited to small package WWTPs which
are operated to varying degrees of efficiency.

Given background information on the management strategies available and local


capacity, SWA have developed a Management Strategy for OMM of the 2 sanitation
schemes, as summarised below.
1. OMM of Septic Pump-out Scheme.
Upon upgrade of the septic tanks in the low-lying areas, SWA will tender contracts
for the regular pump-out of septic tanks in the Apia region by using existing
private sector operators. Revenue for the pump outs will be sourced through an
environmental tariff applied to all water consumers in the Apia urban area.
2. CBA Reticulated Sewerage Scheme and WWTP
The CBA scheme tendered for construction using a Design, Build and Operate
contract, where the Operate component of the contract is a Management
Contract for 5 years after commissioning. SWA will retain ownership of the assets,
will be responsible for revenue collection through the existing water billing
system, be responsible for OMM contract management and compliance
monitoring, be responsible for capital investment, and retain the commercial risk.
The OMM contractor will be paid an agreed monthly fee to cover all OMM costs
including electricity costs, repairs and responding to customer complaints of a
technical nature. The Contractor will also be responsible for ensuring the system
meets environmental requirements. The DBO contract documents will stipulate
that at least 1 international staff member is retained for the OMM contract to
ensure the system is operated and maintained according to design requirements.
This DBO approach also gives SWA the security that the system will be fully
operational at the commissioning phase, a situation which has not been achieved in
the past on some donor funded water supply projects.
This approach to the 2 schemes was subsequently included in the project design,
project cost estimates, the PIA/CB consultants ToR and the new SWA Organisational
Structure and Sanitation Division Position Descriptions.
In summary the outputs and achievements of this TA can be listed as follows:
1. Development of an appropriate and sustainable Management Strategy for
OMM of the new sanitation schemes that promotes PSP.
2. Strong SWA ownership and support for the PSP approach to ongoing
management of sanitation systems.

John Boyle, Executive Secretary Samoa Chamber of Commerce

March 2004

Page 7

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

3. Community and Government awareness of the proposed sanitation systems and


management strategies
4. Revised SWA organisational structure to incorporate a Sanitation Division
5. SWA Sanitation Division Position Descriptions (PDs) that focus on
management of outsourcing contracts
6. SWA Board approval of the management strategy, organisational restructure,
and Sanitation Division staff PDs at its meeting on 26th February 2004.

CHALLENGES FOR PSP IN SAMOAN WATER SECTOR


The SWA now have the mechanisms in place for developing a PSP through
management contracts into the Private Sector. However the process of detailed design
and implementation of the PSP will determine whether or not the initiative succeeds.
This process has two objectives:

Finalise the details for the best possible arrangement for local needs and
local circumstances and

To find a suitable private sector partner for the arrangement and obtain the
best possible offer from that partner.

The SWA has invested considerable effort towards selecting the best possible PSP
arrangement and identified a process to select the best private sector partner however
considerable detail is still required. In order the PSP strategy in Sanitation to be
successful, there are several areas that must be addressed prior to letting contracts and
commissioning of the schemes
1. Policy Formulation
2.

Technical Analysis

3. Legal and regulatory reform


4. Public Relations
5. Human resources3
The PIA/CB Consultancy under the ADB Loan Funded SSDP (SAM 28314-01) is
tasked with addressing items 2, 4 and 5 above. The ADB TA which piggybacks the
loan (SAM 28314-02) is tasked with addressing items 1 and 3 above. While these
processes are identified and addressed in the project design, it is important that SWA
remain an active participant in the process to ensure the solutions adopted are
appropriate to local needs and local circumstances.

Details on each area can be sourced from the World Bank Toolkit # 2 (1997) Designing and
Implementing and Option for Private Sector Participation

March 2004

Page 8

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

PROSPECTS FOR PSP IN SMALL SCALE WATER


SECTOR PROJECTS
The decision by SWA to introduce PSP (using Management Contracts) into the
water/sanitation sector has the main objective of bringing technical and managerial
expertise to manage technology and systems that are new to the country. Other reasons
for adopting PSP on future Water Sector projects in Samoa or the Pacific region may
include one or more of the following4:

Insulate the sector from short-term political intervention in utility operations


and limit opportunities for intervention by powerful special interest groups

Improve economic efficiency in the sector in both operating performance and


the use of capital investment

Reduce public subsidies to the sector or redirect them from groups now served
to those not served and the poor

The introduction of management contracts to OMM of new water sector systems in


small island nations, particularly donor funded projects is a unique opportunity to
develop the sector. Several key lessons from the SWA experience should be considered
during the design process:

If technical and management expertise is unavailable locally in either the public


or private sector, then the OMM contract and the cost recovery mechanism
should include a provision for sourcing expertise internationally

DBO Contracts are an opportunity to ensure the construction leads smoothly to


service delivery and therefore revenue collection, a situation which has not
been achieved in the past on some donor funded water supply projects in
Samoa.

Political support and understanding of PSP arrangements is essential

Appropriate policy, legislation and regulations are essential to successful


projects.

Wide community consultation on the proposed project is essential

CONCLUSION
The SWA has identified a management strategy for the new Sanitation systems being
developed under the SSDP. The strategy has a strong PSP focus which is both
appropriate and sustainable in a small island context and will allow SWA to source
technical and management expertise from both the local and international private
sector. The SWA has also set processes in place to ensure both the successful

World bank Toolkit # 1 (1997) Selecting an Option for Private Sector Participation

March 2004

Page 9

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

implementation of the SSDP and the sustainable ongoing management of the sanitation
schemes. While these processes are now identified and addressed in the project design,
it is important that SWA remain an active participant in the process to ensure the
solutions adopted are appropriate to local needs and local circumstances.
---------------//-----------------

REFERENCES

World Bank Toolkit # 1(1997) Selecting an Option for Private Sector


Participation

World Bank Toolkit # 2(1997) Designing and Implementing an Option for


Private Sector Participation

World Bank Toolkit # 3 (1997) What a Private Sector Participation


Arrangement Should Cover

New Roles, New Rules: Does PSP Benefit the Poor? - WaterAid and Tearfund
(2003) Eric Gutierrez, Belinda Calaguas, Joanne Green, Virginia Roaf.

The Role of Small Scale Private Water Providers in Serving the Poor:
Summary Paper and Recommendations - ADB TA 6031, (200?). Herve Conan
(BURGEAP) and Maria Paniagua (ADB)

A Survey of Theoretical issues on PSP in Water and Sanitation - WaterAID


(2001). Eric Gutierrez and PSP Project Team

Private Sector Development Strategy ADB (2000)

March 2004

Page 10

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 1
DESCRIPTION OF THE SAMOA SANITATION AND DRAINAGE PROJECT
The overall objective of the Project is to improve the environment and public health in
Apia through. (i) improving drainage and sanitation infrastructure and capacity in
urban management, (ii) reducing frequency of flooding in specific low lying areas, (iii)
improving surface and groundwater quality, and (iv) promoting private sector
participation in the provision of urban services. The Project consists of:

Part (A):
i.
ii.
iii.
iv.

v.

Rehabilitation of approximately 2,850 meters (m) of floodways in the Fugalei


River, Asaga Stream Bypass, and the Gasegase River;
Rehabilitation of approximately 2,425 m of existing drains;
Installation of water gauging stations to monitor flood flows and provide data
for hydraulic modelling and further drainage design;
Undertaking topographical and cadastral surveys to establish correct levels in
the floodplain and low-lying area; hydraulic modelling of flood flows, design
and implementation of the civil works; and
Supply pumps to release floodwaters from constrained drainage ways.

Part (B):
i.

ii.

iii.

v.
vi.

vii.

Wastewater Management and Sanitation

Individual System Rehabilitation and Septage Collection and Treatment


Program including (a) implementation of operation and maintenance (O&M)
program for individual systems; (b) carrying out a approximately 8,000
households; and (d) supply of two 10.0 cubic meters (m3) vacuum trucks for
such services;
CBA Wastewater Collection and Treatment System including (a) construction
of approximately 2 kilometres (km) of sewers and 1.3 km of rising mains, and
(b) design, construction, and operation of a wastewater treatment plant
(WWTP) with an average capacity of 950 m3/day; and
SNA Wastewater Treatment including (a) connection of priority SNAs tot eh
CBA collection system; (b) construction of approximately 3 km of sewers and
0.4 km of rising mains to connect this system to the WWTP; and (c)
identification and provision of support to additional SNA.

Part (C):
iv.

Drainage

Capacity Building

Capacity building in technical and management areas through identifying


training needs and developing training programs;
Funding of twinning arrangement for SWA with a well-functioning wastewater
utility, or similar organization;
Community awareness programs in the key areas such as (a) need for new
infrastructure and new practices, including the environment implications of
unsafe sanitation and drainage practices, (b) application of good on-site
planning principles and practices for sanitation and drainage, (c) on-site
sanitation design, O$M including where to seek technical assistance and
advice, (d) the responsibilities of Government, households and individuals in
regard to sanitation and drainage, (e) safe wastewater practices; and
Project implementation assistance

March 2004

Page A

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 2
Summary of PSP Options and allocation of key responsibilities under the main
private sector participation options5

Option

Asset
Ownership

Operations
Capital
Commercial Duration
and
Investment
Risk
Maintenance

1. Service
contract

Public

Public and
private

Public

Public

12 years

2. Management

Public

Private

Public

Public

35 years

3. Lease

Public

Private

Public

Shared

815
years

4. Concession

Public

Private

Private

Private

2530
years

5. BOT/BOO

Public and
Private

Private

Private

Private

2030
years

6. Divestiture

Public or
Private and
Public

Private

Private

Private

Indefinite
(may be
limited by
license)

contract

Note: SWA have adopted Option 2 Management Contract for PSP in the
Sanitation systems

World Bank Toolkit # 1 Selecting and Option for Private Sector Participation

March 2004

Page B

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 3
Example SWA Management Strategy Workshop Notes
---------------//-----------------

SDSP Workshop Notes 30th July 2003


Management Structure for Sanitation Component
This document summarises the proposed strategy for SWA management of the
sanitation schemes, the risks associated with each strategy and any outstanding issues
or questions. SWA have endorsed Private Sector Participation (outsourcing) as the
preferred model for both the CBA scheme and Individual systems scheme.
1. Management Strategy, CBA scheme
Design Build Operate (DBO) contract with 1 year commissioning phase and 5 year
performance based OMM contract.
One contract would be let out for design, construction, commissioning and operation
of new scheme to one successful international contractor in partnership with a local
contractor. Under the contract, the contractor would conduct:

Design & construction


Commissioning phase (1 year )
5 year OMM following commissioning which would include: o capacity building of local contractor partner during this phase
o operation and maintenance performance measures clearly defined in
contract
o possible revenue sharing options to be explored
o contractor is entirely separate from SWA with own premises, staff,
vehicles, equipment and customer service mechanism.
o
SWA responsibilities would be:

managing this OMM contract portion of entire contract (Contract Engineer,


technicians admin etc)
o ensuring contractor carries out operation & maintenance work
according to performance measures stipulated in contract, including
effluent quality testing.
own the assets (TP, pipelines etc)
setting the tariffs, billing and revenue collection (out of which the contractor
would be paid for O&M)
The contract to allow for price increases due to changing circumstances (eg
expansion of system)

March 2004

Page C

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

Customer Responsibilities would be:

contractor access,
tariff payment
payment of initial connection?

Potential Risks to SWA

Risk Management Strategy

(CBA Scheme)
Risk 1. Limited sanitation system skills OMM
contract
with
International
in Samoan Private Sector.
Expertise
(Manager
and
STP
operator/plumber). Cost ???
Risk 2. Loss of sanitation system
expertise when international staff
withdrawal at end of 5 year OMM
contract.

Specified skills transfer process detailed in


OMM contract. eg, Apprentice agreement
with Polytechnic, local counterpart firm.
Subcontracting of some aspects to
encourage SS PSP (eg electrical
maintenance, compound maintenance)
Cost ???

Risk 3. Low Cost Recovery due to Tariff based on OMM plus SWA
customer unwillingness to pay tariff.
overheads / management fee. Debt
servicing covered by Govt through general
taxation. Customer Surveys and awareness
programs
Risk
4.
environment

Ineffective

regulatory PUMA TA. Performance measures based


OMM contract.

Risk 5. Adverse Stakeholder reaction

Stakeholder awareness program.

Risk 6. Stakeholder Pressure to connect See option below.


additional customers and increase load
onto the scheme on pipelines to Special
needs areas.
Risk 7. OMM Contract failure

Meticulous contract
evaluation process.

tendering

and

Risk 8. Adverse impact of scheme on SWA involvement in Capacity Building


other SWA business activities
design. Tariff to cover all increased
overhead costs to SWA. SWA Finance
Division to revisit Ohead costs.

March 2004

Page D

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 4

Capacity for Private Sector Participation in SSDP


A survey of private sector firms indicates that Samoa has a well established private
sector with a strong track record of involvement in implementation of international
projects. Samoa also has 2 established septic pump out businesses who indicated they
are willing and able to expand their services to meet the objectives of the SSDP.
However Samoa has never before experienced the benefits of a centrally managed
sanitation schemes and Samoa lacks skills in the plumbing area, especially sanitation
plumbing6.
It was clear from the survey of local businesses and their capabilities that international
expertise was required for that implementation and ongoing OMM of the CBA
scheme, while local businesses could manage the design, construction and ongoing
Operation of the septic pump-out scheme.

A. Capacity for Private Sector Participation in Upgrading Individual


Sanitation System Scheme
1. Septage Collection and Disposal
In Apia, two companies are currently operating Septic Tank pump out businesses (see
below). Both are undergoing business expansion since the MoW ceased operating a
septic pump out service for Government Buildings.
Both companies charge around Tala $150 to pump out a domestic septic tank.
Both companies advised that well built septic tanks in low lying areas require pump
outs every 1 or 2 years, while all other areas require pump outs every 3 to 4 years.
Both companies would be interested in tendering for a SWA managed septic tank
pump out contract. Company details follow:
Jaffas Sanitary Systems Ltd.
Contact: Afa Fesili
Phone: 31037 or 70100
Located: Apia (Motoatuaa)
Equipment: 3 Vacuum trucks (3.7kL, 6kL and 7.2kL)
Other: Can pump from a maximum of 150m from septic tank. Multiple
government and private industry contracts. Involved in Tafaigata anaerobic
digester project with SPREP.

John Boyle, Executive Secretary Samoa Chamber of Commerce

March 2004

Page E

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

Town Area Septic Disposal


Contact: Catherine Faolotoi,
Phone: 24874
Located: Apia
Equipment: 4 Vacuum trucks
Other: Multiple government and private industry contracts
2. Rehabilitation of Septic Tanks
Numerous companies available to tender for septic tank rehabilitation, most
associated with the building industry. Engineering and environmental standards for
septic tank construction are needed before tendering could be considered. Numerous
Engineering companies could be considered for septic tank inspection and
rehabilitation phase of the contract. See page 2 for a list of companies for each
category.

B. Capacity for Private Sector Participation in CBA Sanitation


Scheme
The preferred management model by SWA is a DBO contract with a 1 year
commissioning phase and 5 year OMM contract phase (SWA retain asset ownership).
Notes on potential for local private sector involvement in three phases of the contract
follow:
1. Design Contract
Based on recent design projects outsourced by SWA, Samoa has a limited skills base
in the sanitation design area. The design phase would require an international / local
partnership. The project would have to decide on adopting design standards from a
similar country before the design process could commence.
The list of Engineering Consulting firms below have responded to tenders for SWA
work in the past and have all expressed an interest in tendering for design work on the
sanitation project. All companies could also offer staff for the local counterpart on the
project management component.
Engineering Consulting Firms

IPA Engineering and Management Consultants. Contact Isikuki Punivalu &


Associates Ltd. Phone 20842, Fax 20843
Kew Consultants. Contact Latu Kupa. Ph 28886 mobile 71300
Kramer Group. Contact Jason Goddard, ph 20252, fax 30355
OSM Consultants. Contact Sebastian Mariner ph/fax 26605 or mobile 70515
PPG Consultants. Contact Philip Wendt. ph/fax 30505, mobile 70870
Tinai Gordon & Associate. Contact Tom Tinai ph 22906 fax 22913

March 2004

Page F

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

2. Construction and OMM Phase


Samoa is well equipped with competent engineering firms with extensive experience
in major construction projects, including JV projects with international firms.
Engineering Firms

Ott McConnell Dowell , contact Rudy Ott phone 21608


Silva Transport Co Ltd Contact Sala Leslie Silva, phone 23211/20682
Fletchers Construction. Contact Mark Anderson, phone 23433
PLT Consult. Contact Ufi Tone. Phone 20109
Mac.Build Construction Ltd. Contact Collin McCarthy (Matautu) 20682
Bluebird Construction Contact Henry Ah Liki (Vaimea) phone 21629

All these firms have contact with international construction firms and have expressed
a willingness to be involved in the design and ongoing operation of a reticulated
sewerage scheme with treatment plant. However it is clear that international expertise
would be required to OMM the CBA sewerage scheme

March 2004

Page G

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 5
Summary of Key Meetings, Workshops and Awareness Sessions for Project
Stakeholders with regard to development of a management strategy
DATE

SESSION

OUTCOME

ATTENDEES

17th July 2003

Workshop

Presentation of
Options for
management of
Sanitation Systems

EMT, ADB consultant

28th July 2003

Meeting

Detailed discussions
with MD on SSDP
and Management
Options

Managing Director,
ADB consultant

30th July 2003

Workshop

SWA Decision on
appropriate
Management
Strategy with PSP.
(See Appendix 3)

EMT, ADB consultant

8th July to 12th


August 2003

Series of meetings
on Divisional and
Corporate Planning
for SSDP

Inclusion of SSDP
in Divisional Plans
and Corporate Plan

EMT, ADB consultant

July and August


2003

Series of meetings
with private
industry

Survey of Capacity
and willingness of
Private Sector for
involvement in
SSDP

Chamber of Commerce,
private consultants,
construction contractors,
ADB consultant.

8th August 2003

Meeting

Finalise Sanitation
System
management
Strategies

EMT, ADB consultant

29th and 30th August


2003

Field Visit to
American Samoa
Power Authority
(ASPA)

Review of
Sanitation
Management

SWA MD, donor


projects Co-ordinator,
Design engineer, ADB
consultant

1st September to
12th September

Series of meetings
during ADB field
mission

Project fine tuning


(Scope, Financial,
tariffs, community
awareness)

SWA, ADB Staff, ADB


Consultants, Chamber of
Commerce

March 2004

Page H

ADB TA 6031 - SSDP and Prospects For PSP In Small Scale Water Sector Projects

APPENDIX 6
Revised SWA organisational Structure
Board of Directors

Ministerial Advisory
Committee

Audit Committee

Managing Director

Upolu Operations
Division Manager

March 2004

Legal Advisor

Internal Auditor

Human Resource
Advisor

TL Public Relations

Savai'i Operations
Division Manager

Assets Division
Manager

Donor Projects
Coordinator

Finance Division
Manager

Sanitation Division
Manager

TL Metering

TL Corporate Services

Asset Engineer

Accountant

CBA Contracts
Supervisor

TL Networks

TL Operations

Headworks Engineer

TL Customer Service

Septic Pump outs


Contract Supervisor

TL Headworks

Networks Engineer

TL Stores & Purchase

Administration
Assistant

TL Plant and
Workshops

TL EBU

System Administrator

Page A